book

Program Management for Improved Business Results, 2nd Edition

by Tim Rahschulte, James M. Waddell, Russ Martinelli

July 2014

Intermediate to advanced

408 pages

10h 33m

English

Wiley

Read now

Unlock full access

Definitions and ContextProgram Management CharacteristicsThe Program Management ContinuumThe Relationship among Portfolio, Program, and Project ManagementDifferentiating Program and Portfolio ManagementIs Program Management a New Concept?Endnotes
Realizing Business ValueDelivering Business ResultsEndnotes
The Integrated Management SystemThe Business EngineProgram Management as Part of the Business EngineThe Execution EngineProgram Management as Part of the Execution EngineAligning Execution with StrategyEndnotes

Complexity RisingSystems ThinkingThe Whole Solution ConceptThe Program ArchitectureEndnotes
Structuring an Integrated Program TeamStaffing the Integrated Program TeamCritical Factors for IPT SuccessImpacts of Geographical DistributionEndnotes
A Business Decision FrameworkDecision Checkpoint: Program StrategyDecision Checkpoint: Program InvestmentDecision Checkpoint: Execution ReadinessDecision Checkpoint: Capability ReleaseDecision Checkpoint: Program ClosureEndnotes
Benefits ManagementStakeholder ManagementRisk ManagementFinancial ManagementChange ManagementProgram-Level GovernanceEndnotes
Making Sense of MetricsA Systems Approach to MetricsMeasuring Business BenefitChoosing Metrics That MatterEndnotes
The Benefits MapProgram-Level Work Breakdown StructureThe Program MapProgram Complexity AssessmentThe P-I MatrixThe Program Strike ZoneIndicators and DashboardsUsing the Right Tool for the JobEndnotes
The Business ManagerThe Master IntegratorLeading the Program TeamEndnotes
The Program Management Competency ModelCustomer and Market CompetenciesBusiness and Financial CompetenciesProcess and Project Management CompetenciesLeadership CompetenciesAligning Skills to Organizational NeedProfessional DevelopmentOrganizational EnablersEndnotes
Understanding ChangeExecuting the Program Management TransitionOvercoming ChallengesTransitioning to a Program Management Office (PMO)The Continuous Improvement JourneyEndnotes
Characterizing and Defining the PMOPMO OptionsAdding Value to the EnterpriseKey Responsibilities of the PMOThe PMO LeaderMeasuring PMO EffectivenessThe Future of the PMOEndnotes
A Competency Lost“Welcome to the Company”Understanding the LandscapeEstablishing “Street Cred”Creating a Transformation PlanGenerating ResultsKeys to Success
Overcoming Strategic ObstaclesAligning IT Programs to Business StrategyAlignment Begins at the TopLearning through Practice
Defining Program SuccessHearing the Rattler's WarningThe Rattler StrikesApplying TriageThere Is Always a LessonFinal Thoughts on Program Management